Project%20Management

1
Project Management

• Project Controlling
• Project Management Techniques PERT And CPM
• The Framework Of PERT And CPM
• Network Diagrams And Approaches
• Activity-on-Node
• Activity-on-Arrow

2
Project Management

• Determining The Project Schedule
• Forward Pass
• Backward Pass
• Calculating Slack Time And Identifying The
  Critical Path(s)
• Variability In Activity Times
• Three Time Estimates In PERT
• Probability Of Project Completion

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Management of Projects

• Planning - goal setting, defining the project,
  team organization
• Scheduling - relates people, money, and supplies
  to specific activities and activities to each
  other
• Controlling - monitors resources, costs, quality,
  and budgets revises plans and shifts resources
  to meet time and cost demands

4
Project Scheduling

• Identifying precedence relationships
• Sequencing activities
• Determining activity times costs
• Estimating material and worker requirements
• Determining critical activities

5
Project Management Techniques

• Gantt chart
• Critical Path Method (CPM)
• Program Evaluation and Review Technique (PERT)

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A Simple Gantt Chart
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PERT and CPM

• Network techniques
• Developed in 1950s
• CPM by DuPont for chemical plants (1957)
• PERT by Booz, Allen Hamilton with the U.S.
  Navy, for Polaris missile (1958)
• Consider precedence relationships and
  interdependencies
• Each uses a different estimate of activity times

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Six Steps PERT CPM

1. Define the project and prepare the work breakdown
   structure
2. Develop relationships among the activities -
   decide which activities must precede and which
   must follow others
3. Draw the network connecting all of the activities

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Six Steps PERT CPM

1. Assign time and/or cost estimates to each
   activity
2. Compute the longest time path through the network
   this is called the critical path
3. Use the network to help plan, schedule, monitor,
   and control the project

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Questions PERT CPM Can Answer

1. When will the entire project be completed?
2. What are the critical activities or tasks in the
   project?
3. Which are the noncritical activities?
4. What is the probability the project will be
   completed by a specific date?

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Questions PERT CPM Can Answer

1. Is the project on schedule, behind schedule, or
   ahead of schedule?
2. Is the money spent equal to, less than, or
   greater than the budget?
3. Are there enough resources available to finish
   the project on time?
4. If the project must be finished in a shorter
   time, what is the way to accomplish this at least
   cost?

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Advantages of PERT/CPM

1. Especially useful when scheduling and controlling
   large projects
2. Straightforward concept and not mathematically
   complex
3. Graphical networks help to perceive relationships
   among project activities
4. Critical path and slack time analyses help
   pinpoint activities that need to be closely
   watched

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Advantages of PERT/CPM

1. Project documentation and graphics point out who
   is responsible for various activities
2. Applicable to a wide variety of projects
3. Useful in monitoring not only schedules but costs
   as well

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Limitations of PERT/CPM

1. Project activities have to be clearly defined,
   independent, and stable in their relationships
2. Precedence relationships must be specified and
   networked together
3. Time estimates tend to be subjective and are
   subject to fudging by managers
4. There is an inherent danger of too much emphasis
   being placed on the longest, or critical, path